HomeMy WebLinkAboutDSD-20-108 - Affordable Housing Strategy - Phase 4REPORT TO: Special Council
DATE OF MEETING:August 31, 2020
SUBMITTED BY: Justin Readman, General Manager, Development Services
519-741-2200 ext. 7646
PREPARED BY:Karen Cooper, Manager, Strategic and Business Planning,
519-741-2200 ext. 7817
Andrew Ramsaroop, Engagement and Program Manager
519-741-2200 ext. 7242
WARD (S) INVOLVED: All
DATE OF REPORT: August 31, 2020
REPORT NO.: DSD-20-108
SUBJECT: Draft Housing Strategy
RECOMMENDATION:
THAT report DSD-20-108 Draft Housing Strategy be tabled for further public input with a
final recommended Housing Strategy to be considered by Council in December 2020;
THAT staff be directed to proceed with the four quick wins identified in Report DSD-20-
108 Draft Housing Strategy; namely:
Responding to homelessness bycollaborating with the Region to provide land to develop
supportive housing on city and regional sites in Kitchener that could be built quickly
through private sector involvement and operated by our community’s non-profit housing
and service providers;
Collaborating with community organizations and the Region to create an advocacy plan
for a coordinated “big ask” specific to the communities in the region from the federal and
provincial governments;
Confirming housing need numbers to achieve agreement on the “right” numbers so that
solid plans can be made to meet the “real” needs in Kitchener; and
Developing a policy to provide for interest-free development charge deferrals over 20
years for eligible affordable housing projects to improve the financial viability of these
projectsand incentivize development of affordable housing in Kitchener.
AND FURTHER THAT staff be directed to use the remaining $40,000 within the 2020
affordable housing budget to advance the “responding to homelessness” quick win
identified above.
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PURPOSE:
This report presents the DraftHousing Strategy prepared by staff with contributions from the
Affordable Housing Strategy Advisory Committee, Council, stakeholders and the public
through an Engage Kitchener Survey. The Draft Housing Strategy is included as Appendix A to
this report, and provides:
A summary of key housing issues in the City of Kitchener.
5 Strategies and related actions to help guide the City in meeting the housing needs.
A foundation for further public and stakeholder engagement.
BACKGROUND:
On June 24, 2019 Council approved the 2019-2022 Strategic Plan, including the Caring
Community Goal which focuses in part on helping to make housing affordable and the strategic
action to create an Affordable Housing Strategy by 2020. Council also received the Affordable
Housing Strategy Workplan on June 24, 2019 which is summarized in the following graphic.
Figure 1: Work Plan
Council received the Housing Needs Assessment on January 13, 2020 and participated in a
Strategy Session focused on Affordable Housing Issues and Options on February 24, 2020. An
Engage Kitchener Survey was launched on March 13, 2020 and concluded on May 8, 2020.
The Housing Strategy
Affordable housing means equitable access to safe and appropriate housing for all. City Staff
therefore shifted the name of the Affordable Housing Strategy to simply, the Housing Strategy.
This removes the stigma sometimes associated with affordable housing as if it is less than other
housing. Through this strategy and its engagement staff are committed to actively working
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towards removing the stigma from all forms of housing in our City and the people that call it
home. The Housing Strategy aims to provide actions and recommendations across the entire
housing continuum to make housing more accessible for everyone.
Housing Situation
Kitchener’s housing situation has dramatically shifted over the last few years. Key findings from
The Housing Needs Assessment showed a 41% increase in average rents and, the average
price for a house increased by 104% between2009 to 2019, with most of the increase since
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2016. As well, about 28.1% of renter households in the City are in Core Housing Need
and
more than 9,300 affordable rental housing units are needed for people with household incomes
under $63,000.
R
ecent information (July 2020) from the Kitchener Waterloo Association of Realtors indicate that
housing prices continueto rise in the city due in part to purchasers from the Toronto area. The
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average home price is now $639,814 in Waterloo Region.
Ideally, housing demand and housing supply match up. In Kitchener’s case there is a gap
between housing need and housing demand as illustrated in red in the following illustration.
There is a need for 450 units of supportive housing, 5,000 units of community housing and 9,300
units of affordable rental housing.
Figure 2: Summary of Needs Assessment – Identification of Gaps
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CMHC defines a household as being in Core Housing Need if its housing costs more than 30% of the household income to
pay the median rent, and/or the housing requires major repairs and/or if there is overcrowding in the housing. (CMHC)
2
Kitchener Waterloo Association of Realtors, 2020
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REPORT:
Council Direction from Strategic Session
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On February 24, 2020 Council participated ina Strategy Session focused on Affordable
Housing. Council focused on the issues and options around housingand discussed the top
issues that the Housing Strategy should address.
Council identified homelessness as the top issue to focus on and noted the importance of
supporting the Region of Waterloo in their mandate to lead and address this issue.
Council also noted that the strategy should address transitional housing, supportive housing,
affordable rental including community housing, and affordable ownership housing and to
address each housing category along the housing continuum. A summary of the Council
Strategic Session is attached as Appendix D to this report.
Staff were asked to explore the municipal tools available to the City to address housing issues.
Council wanted to ensure that the housing strategy does not duplicate work done by others. The
array of tools are listed below.
Figure 3: Housing Tools Available to Local Municipalities
Planning Approval Financial Direct ResearchEducation Information Partnerships Advocacy
Tools ProcessProvisionSharing
Affordable Housing Strategy Advisory Committee
The Affordable Housing Advisory Committee is composed of members of the public, Council,
the non-profit community, the development community and city staff. The Committee is Co
Chaired by Karen Coviello, CEO of Habitat for Humanity and Justin Readman, General Manager
of Development Services. The Committee has made significant contributions to the Draft
Housing Strategy, through brainstorming, review and comments, and in providing their insights.
The Affordable Housing Strategy Advisory Committee has met six times over the course of the
project and will continue to meet and provide input and advice to staff in the drafting of the final
Housing Strategy. Through a series of workshops, the Advisory Committee has provided
information and feedback on the following:
Kitchener Housing Needs Assessment
Housing Continuum focus
Identifying the Key Stakeholders in Housing
Quick Wins and Key Directions
The Draft Strategy
Prioritizing City Actions
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There are also three active sub-committees focusing on the following mandates:
Defining Affordability
Engagement
Research and Best Practices
The Lodging House sub-committee is the fourth sub-committee and will commence working with
staff in Fall 2020.
A summary of each of the sub-committee’s work is provided as an appendix inthe Draft Housing
Strategy.
Lived Experience
The Advisory Committee asked that people with lived experience are heard and consulted with
directly in completing and implementing the Housing Strategy. The Engagement Sub-committee
has recommended the creation of a sub-committee composed of a majority of people with lived
experience, members of Council and city staff. The intent of this proposed sub-committee is to
provide a platform for meaningful long-term engagement, empowering and collaborating with
people with lived experience. This sub-committee would be involved during the engagement of
the Draft Housing Strategy, and after the adoption of the Strategy in order to monitor and support
implementation.
Engage Kitchener Survey
Based on responses from the Council Strategy Session and Advisory Committee workshops city
staff created the Engage Kitchener survey in order to receive community input on the public’s
opinion on the issues and options surrounding housing in Kitchener, and to describe what the
publicsees are the roles and responsibilities of the various sectors that influence housing.
With the help of advisory committee members and other community partners in the non-profit
sector, the survey was able to be delivered to various shelters, supportive housing units and
other service centres in an accessible format to get input from those with lived experience. As
well, committee members dispersed the survey through their various networks which helped the
survey receive insightful responses even throughout the pandemic.
Engage Kitchener - Survey Results
The Engage Kitchener Survey asked the public to provide their input on the issues and options
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regarding housing in Kitchener. The Engage Kitchener survey was conducted from March 13,
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2020 to May 82020and received 177 unique responses.
Figure 4 illustrates the distribution of responses by postal code forward sortation area, which
closely aligns with the City’s Ward boundaries. Ward 9 had the highest proportion of respondents
followed by Wards 10 and 8. Figure 5 illustrates distribution of residents in core housing need
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by census tract. There is some relationship between the incidence of survey responses and
incidence of residents in core housing need.
Figure 4: Survey Responses by Postal Code Figure 5: % Core Need
The Issues and Options section of the Engage Kitchener Survey asked the following:
1. What were the top three issues that should be prioritized in the Housing Strategy?
2. What are the biggest challenges finding affordable housing?
3. Where along the housing continuum the city should focus its efforts?
4. What were the top options to address housing issues in Kitchener?
The results are summarized in Figure 6.
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Figure 6: EngageKitchener Survey Responses – Issues and Options
The Roles and Responsibilities section of the Engaged Kitchener Survey asked:
What do you believe are the roles and responsibilities around housing of the following sectors?
Figure 7 illustrates the major themes that emerged through analysis of the Roles and
Responsibilities section of the Engage Kitchener Survey.
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Figure 7 – Engage Kitchener Survey Results – Roles and Responsibilities
Draft Housing Strategy
Staff used the engagement results from the Council Strategy Session, One-on-one stakeholder
interviews, the Engage Kitchener Survey, input from the Affordable Housing Strategy Advisory
Committee and its subsequent sub-committees and created a Draft Housing Strategyattached
as Appendix A to this report.
The Draft Housing Strategy is comprised of the following main sections:
1. Where We Started
2. Pandemic
3. Where We Want To Be
4. How We Can Get There
5. Strategies
There are five draft Strategies proposed as outlined in Figure 8.
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Figure 8: Proposed 5 Strategies
Inclusionary Housing
A separate report addressing work undertaken to assess the feasibility of requiring affordable
housing to be included in developments in proximity to Major Transit Stations will be presented
in the fall.
Figure 9: Inclusionary Housing Work Program
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City Actions
As illustrated earlier, the City has tools that it can use to help promote, increase and sustain the
affordable housing stock. Using the municipal tools, and listening to the Advisory Committee,
community stakeholders and through the Engage Kitchener survey, City staff developed a robust
list of proposed City Actions that can provide helpful interventions along the housing continuum
to address affordability issues. They are highlighted in the Executive Summary of the Housing
Strategy and for ease of reference are also included as Appendix B to this report.
Priorities
The Housing Strategy is to be implemented over the next five years. Priorities need to be
established amongst the proposed City Actions. The Advisory Committee has suggested the
following priorities:
Creation of a comprehensive Advocacy Plan outlining all of the needs in the City to secure
federal and provincial funding before the federal election
Support the Region and partner agencies to address Homelessness through a
reimagined shelter system that integrates permanent supportive housing with healthcare
and reflects the diversity of needs of people who are homeless
Address need for community and affordable rental housing with private/non-profit housing
partnerships
Make some parcels of city land available for affordable housing
Streamline the development review process and provide incentives to develop affordable
housing, including fee waivers, reduced parking standards, etcetera
Use the $40,000 remaining in the 2020 affordable housing budget to tangibly address
homelessness
Quick Wins
Responding to Council’s interest in seeing quick wins or action on improving affordability, four
areas for quick wins include: addressing homelessness, creating an advocacy plan, confirming
housing need numbersand implementing an interest-free deferral of development charges
payable over 20 years for eligible affordable housing projects.
1.Addressing Homelessness
Council, the Advisory Committee and the public desire that homelessness issues be addressed
and would like to see the elimination of homelessness - with everyone in the community having
safe, secure and affordable housing. In working on developing the Draft Housing Strategy we
heard from the public, the business community, service providers and people with lived
experience that theexisting shelter system is not effective and that it needs to be reimagined to
better meet the needs of people.
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Council recently directed staff to work with the Region to identify sites to build permanent
supportive housing to address homelessness in the city, including people moving from Lot 42/A
Better Tent City, people in encampments and people in existing shelters.
On August 11, 2020 the Region of Waterloo supported the regional staff report proposal to
secure dormitory style accommodation for up to a year for people leaving the temporary
accommodation at hotels, people moving fromLot 42/A Better Tent City, people who are tenting
and people who are homeless. Regional staff were also directed to report back on their proposal
to secure funding and develop alternative housing with support on surplus lands.
The federal and provincial governments have made funding available for housing people that
are homeless or in shelters that can be accessed by application by the Region.
It is timely to collaborate with the Region to develop housing on city and regional sites in
Kitchener that could be built quickly through private sector involvement and operated by our
community’s non-profit housing and service providers.
The aim is to secure and develop sites so occupancy can take place within a year. City staff
recommends that the remaining $40,000 in the Affordable Housing budget should be used to
support this goal and to leverage opportunities to provide permanent supportive housing.
2. Advocacy
Non-profit housing and service providers have indicated the following needs in Kitchener.
House of Friendship seeking 2 sites and funding for the ShelterCare integrated health
and transitional housing concept (80 units) and for a supportive housing project (60
units)
YWCA-KW seeking a site and funding for approximately 30 one-bedroom units of
affordable supportive housing for women leaving homelessness
The Working Centre to acquire and renovate a second site to house and support
people who are homeless and to add 40 units of housing to add to their affordable
housing portfolio
Kitchener Housing Inc (KHI) seeking a site to work in partnership with a developer to
create new community housing and to purchase buildings to preserve affordable
housing
One Roof’s proposal to develop approximately 58 units of supportive housing for youth
who are homeless in modular housing on their site
Waterloo Region Habitat for Humanity seeking sites for affordable home ownership
Indwell seeking 2-3 more sites in Kitchener for approximately 120 to 180 supportive
housing units
Menno Homes seeking funding to complete its project under development
Habilitation seeking funding to supportdevelopment of a supportive housing project
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Reception House Waterloo Region seeking a site and funding for the development of
a Refugee Services Hub.
John Howard Society Waterloo-Wellington seeking funding and resources for a full-
time staff member to help develop a housing strategy/model
Church and Religious Institutions within the City have expressed interest in
redeveloping their surplus lands to accommodate affordable housing.
Private Sector Affordable Housing developershave expressed interest in developing
more affordable housing units
All of these proposals are needed in Kitchener. Usually, each organization has to seek funding
individually or apply through competitive processes, through a myriad of programs which takes
a lot of time and effort. Members of the Advisory Committee indicated that there needs to be a
better way.
A quick win on a better way would be to collaborate with the Region and community
organizations to create an advocacy plan for a coordinated big ask specific to the communities
in the region from the federal and provincial governments. Toronto, Ottawa and Peel Region
have been successful in using this approach.
Peel Region, for example, has a $1billion plan to build more housing and recently secured a
historic $276 million financial commitment from the federal government and support from the
province enabling 2,240 new affordable rental units and shelter beds on Peel Housing
Corporation and Region-owned sites by 2028.
Waterloo Regional staff have expressed interest in exploring this idea with the local
municipalities and are looking to convene a first meeting in September.
3. Confirming Housing Need Numbers
Kitchener’s Housing Need Assessment presented to Council in January 2020 included ranges
in need for the number of people who are homeless and for the number of supportive housing
units needed. Housing advocates say the numbers may be too low and that need is being under
estimated. The Region uses numbers from shelter occupancy which are lower than the
Kitchener Needs Assessment range for people who are homeless.
Questions were also asked about the Needs Assessment indicating that 3,000 new community
housing units are needed by people on the Region’s waiting list wanting to live in Kitchener.
Since the Needs Assessment in January 2020 the waiting list has continued to increase and
currently 5,000 people needing community housing want to live in Kitchener.
It is important that there be agreement on the “right” numbers so that solid plans can be made
to meet the “real” needs in Kitchener.
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On August 11 Regional staff confirmed that their numbers for people who are homeless do not
include people who do not use shelters. The Region committed to work with housing advocates
and service providers to provide better numbers on people who are homeless. As part of working
on developing a plan to address homelessness in downtown Kitchener regional staff were asked
to cross reference information from the police, social services, service providers, soup kitchens,
bylaw enforcement etcetera to create a census of people known to be homeless inside and
outside of the shelter system.
This work should be completed quickly as it informs and substantiates what is neededto address
homelessness and to prepare the advocacy plan.
4. Interest-Free Deferral of Development Charge Payments for Non-Profit Housing
The Provincial government recently enacted changes to the Development Charges Act that
allows deferral of development charge payments for some types of development over multiple
years and allows municipalities to charge interest when a deferral is made.
Staff report FIN-20-54 to the Finance and Corporate Services Committee on August 31, 2020
recommends that non-profit housing development be permitted to defer development charges
through payments over 20 years. The report also recommends that no interest be charged for
these deferred payments. Approval of this City of Kitchener policy would result in reduced
financial hurdles for non-profit housing developers as they will be able to spread one of their
upfront costs (development charges) over 20 years interest free. It also provides an incentive to
develop affordable housing in Kitchener.
Next Steps
Between now and December 2020, city staff will be undertaking steps to progress the work of
the Housing Strategy work program and draft the final Housing Strategy document based on
additional input from the community.
In September 2020, city staff will begin a newphase of stakeholder engagement around the
Draft Housing Strategy and its proposed Strategies and Actions. City staff will be seeking
direction from Council on Inclusionary Housing with a report on its feasibility going forward on
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September 28, 2020.
Further work will be undertaken to further explore the prioritization, implementation and the
financial implications around the proposed Strategies and Key Actions.
In October/November 2020, city staff will analyze stakeholder engagement and begin to draft
and design the final Housing Strategy. The recommended Housing Strategy will be delivered to
Council for consideration in December 2020.
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Conclusion
The City of Kitchener recognizes the importance of strong and diverse neighbourhoods where
residents can grow and thrive. As a vibrant and caring community, the Draft Housing Strategy
outlines actions the City can take to help make housing more affordable so Kitchener can be an
even better place for everyone to call home.
The creation of the Draft Housing Strategy is a culmination of the community engagement
process to date. The Housing Strategy is intended to be aliving andguiding document to call
the City and the community to action, encourage partnerships, and to demonstrate the City’s
commitment to the community.
ALIGNMENT WITH THE CITY OF KITCHENER STRATEGIC PLAN:
2019-2022 Strategic Plan – Caring Community Goal: Enhance people’s sense of belonging
and connection by…helping to make housing affordable.
Strategic Plan Action: Create an Affordable Housing Strategy for Kitchener by 2020 in
collaboration with Waterloo Region, community groups and the development industry.
FINANCIAL IMPLICATIONS:
Development of the draft strategy is within the approved budget.
Federal and provincial governments have pledged fundingfor municipalities to deal with the
pandemic, including providing housing for people who are homelessness. The funding would
be administered through the Region but the details of accessing funding are not yet available.
One of the actions in the draft strategy is to prepare a co-ordinated funding ask with the Region
and housing and service providers to the federal and provincial governments to address
homelessness and affordable housing for people with low to moderate incomes based on the
needs of the local municipalities.
Financial implications of implementing the Housing Strategy are being compiled and will be
reported with the recommended Housing Strategy due later this year.
There is $40,000 remaining for Affordable Housing initiatives funding in 2020. Staff recommend
that it be used to advance responding to providing permanent supportive housing for people
leaving homelessness, as it is a priority of the Advisory Committee, the community and Council.
Examples of the potential use of funds could include: creation of a welcome to the
neighbourhood campaign to help the public learn about supportive housing through the voices
of people with lived-experience, amenity facilities for supportive housing, capital development
contribution, relocation supports for people, etcetera.
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COMMUNITY ENGAGEMENT:
This phase of the project primarily used the INFORM and CONSULT aspects of the City’s
engagement strategy with COLLABORATE for data components. The community was engaged
using the following methods:
Advisory Committee workshops
Engage Kitchener Survey
One-on-one stakeholder interviews
Meetings with community groups.
Preparations for the next phase of engagement have begun. City staff will begin further
consultation with the community prior to, and during the drafting of the final Housing Strategy.
The Advisory Committee has suggested the following ways to further engage the public in the
next phase as staff moves toward drafting the final Housing Strategy:
Go to where people are (Kitchener Market, Community Centres, KPL, street engagement).
Meet with Neighbourhood Associations and other community stakeholders
Use a mix of media to capture those who use online and social media platforms, as well
as those who use traditional media such as newspapers, radio, and interviews.
Engage with other committees such as the Mayors Task Force on Equity, Diversity and
Inclusion and MACKS (Mayors Advisory Committee for Kitchener Seniors)
The Engagement sub-committee suggests that City staff move towards the COLLBORATE and
EMPOWER aspects on the City’s engagement strategy and explore new ways of engaging with
the public including moving away from point-in-time engagement to meaningfully engaging,
empowering and collaborating with people with lived experience.
This included a recommendation and a subsequent Action within the Draft Strategy of the
formation of a group composed of a majority of people with lived experience. This group would
also include city staff and members of City Council. The group would be tasked with providing
insight and feedback on drafting the Final Strategy and measuring the success of its
implementation
INFORM - This report has been posted to the City’s website with the agenda in advance of the
committee/council meeting.
PREVIOUS CONSIDERATION OF THIS MATTER:
DSD-20-034 – Council Strategy Session – Affordable Housing Issues and Options
DSD-20-006 – Affordable Housing Strategy Phase 2: Housing Needs Assessment
DSD-19-134 – Affordable Housing Strategy – Work Program Overview
CAO-19-010 – City of Kitchener 2019-2022 Strategic Plan
CSD-17-034 – Development Incentives for Affordable Housing Implementation
CSD-17-018 – Development Incentives for Affordable Housing – Phase 2
CSD-15-085 – Development Incentives for Affordable Housing Discussion Paper
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ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Attachments:
Appendix A – Draft Housing Strategy
Appendix B – Key Actions
Appendix C – List of Public Engagement
Appendix D – Council Strategy Session Summary
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APPENDIX ‘A’– Draft Housing Strategy
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City of Kitchener
Housing Strategy
Draft
August 2020
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Land and Call to Action Acknowledgement
We acknowledge that Kitchener is situated on the traditional territory of the Neutral,
Anishinaabeg and Haudenosaunee Peoples. We recognize our responsibility to serve as
stewards for the land and honour the original caretakers who came before us.
We would also like to acknowledge that our community is enriched by the enduring knowledge
and deep-rooted traditions of the diverse First Nations, Métis and Inuit in Kitchener today.
We acknowledgethat the City’s initial response to the Calls to Actionof the Truth and
Reconciliation Commission is a starting point in the City’s journey to develop meaningful
relationships and work toward reconciliation with the local First Nations, Métis and Inuit
communities. We recognize and acknowledge, however, that a more comprehensive approach
to reconciliation is required to address systemic inequities, racism and to better support,
celebrateanddeliverservices to Indigenous Peoples inKitchener.
In order to uphold commitments made to respond to the Calls to Action of the Truth and
Reconciliation Commission, a region-wide Reconciliation Action Plan is being launched by area
municipalities, the Region and the Grand River Conservation Authority. This work will involve
comprehensive engagement with local Indigenous communities, including Elders, knowledge
keepers and youth, to better understand the range of interests, community needs,
opportunities, and associated challenges experienced locally.
Draft Housing Strategy 2
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Housing is one of our most fundamental needs. Its impact goes well beyond a basic
requirement for shelter. Our homes shape nearly every aspect of our lives:
Health and wellbeing,
Educational achievement,
Success in the workplace,
Security of our retirement, and
Dignity in old age
Housing’s impact extends to the broader community, too. The availability of housing choices
that meet people’s needs mean safer, more sustainable and more vibrant communities. It
enables public services to be more efficient and effective, and businesses to be more diverse
1
and prosperous. It helps heal social divisions and make cities stronger.
1
Housing Strategy for Nova Scotia (2013)
Draft Housing Strategy 3
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Acknowledgements
The preparation of the draft Housing Strategy is informed by the voices of those with lived experience,
generously shared through in-person, virtual and survey connections.
The direction to prepare a housing strategy for Kitchener came from the community, Council and staff.
With the leadership of Kitchener City Council, the Housing Strategy will help implement the City’s 2019-
2022 Strategic Plan contributing to an innovative, caring and vibrant community.
We would like to thank the City of Kitchener Affordable Housing Strategy Advisory Committee for their
insights, review and input to this document, along with the review and strategy support of Justin Readman
and Kathryn Dever. The Affordable Housing Strategy Advisory Committee is Co-Chaired by Karen Coviello
and Justin Readman and its members are:
CouncilPublicNon-ProfitIndustry
Debbie Chapman Kathy HamiltonLori Trumper Alex Sumner
Christine Michaud Linda Terry Elizabeth ClarkeMike Maxwell
Dave SchniderMartin Asling Karen Coviello George Bikas
Paul Singh Margaret Ellis-Young Dan Driedger Stephen Litt
Region Karen Taylor-Harrison Aleksandra Petrovic Graonic Tracey Appleton
Ryan PettipiereRegan Brusse Jessica Bondy
LHIN Charles Nichols Joe Mancini Academic
Rhonda Wideman Alan PraughtAl Mills Brian Doucet
Janice BockCarl Cadogan
The City of Kitchener Housing Strategy was prepared under the direction of Justin Readman, General
Manager of Development Services by a staff working group consisting of:
Karen Cooper, Office of the CAO
Tim Donegani, Planning Division
Andrew Ramsaroop, Planning Division
Mike Seiling, Building Division
Brandon Sloan, Planning Division
Nancy Steinfield, Technology Innovation and Services
Draft Housing Strategy 4
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Summary
Kitchener is a dynamic city experiencing strong recent growth and development which is
expected to continue in the future. Kitchener contributes to Waterloo being the fastest growing
region in Canada. Over a 25-year period, Kitchener is expected to grow by approximately 80,000
2
people, which is equivalent to about 35,000 new households. The city is changing with taller
buildings, increasing urbanization and a trend to smaller household sizes. This growth brings both
benefits and challenges.
This is the first time in several decades that Kitchener is examining affordability across the
housing continuum - from homelessness to community housing to affordable and market rental
and ownership housing as illustrated in Figure 1.
Figure 1: Housing Continuum
Source: CMHC
When the Housing Needs Assessment was prepared and presented to Council in January 2020,
affordability issues were documented throughout the housing continuum. It became clear that
a Housing Strategy was needed to address issues along the complete continuum and not just the
more usual approach to address the housing needs of people with low incomes.
Coming out of the first pandemic wave, Kitchener retains a strong resale market for housing and
applications to permit new residential development continue to be submitted to the city. New
ways of responding to homelessness during the pandemic demonstrated that providing better
supports and housing resulted in improvements in health and housing outcomes for people who
are homeless
The city is attracting a wide diversity of people eager to live and work in the community. Housing
is critical to the City’s long-term prosperity, as attracting and retaining residents requires housing
options that serve all income levels and household types. As our city becomes more diverse, we
must become a more equitable and inclusive community. A city where everyone feels like they
belong, are welcome, their needs are met and they can fully share in our city’s prosperity.
All levels of government, the private sector and the non-profit sector have roles to play in
addressing housing need in a community.
2
Region of Waterloo, 2017
Draft Housing Strategy 5
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The Region of Waterloo has the mandate to address housing issues in the region and performs
the following significant roles in relation to affordable housing:
Provides policy and strategic direction, including target setting for affordable housing;
Designated by the Province as the Service Manager for housing and homelessness;
Provides housing and support programs; and
Is the largest community housing provider in the region.
Part of the reason for developing a strategy was to explore what local roles the City of Kitchener
could play that are complementary to the responsibilities and work of the Region, the non-profit
sector and the private sector to help ensure housing is provided in the city that meets the needs
of existing and future residents.
Building on the findings of the 2020 Needs Assessment, the Housing Strategy is intended to help
Kitchener maximize the use of senior government programs and private sector incentives to
increase the supply of affordable housing for residents.
Housing Needand Supply
The amount, type and cost of housing describe the "supply" side of the housing market. The
number of households, their income and housing requirements describe the "demand" side of
housing. Ideally, the supply of housing provided by the market through the development industry
matches and meets the needs of the people living in a municipality. In reality, there is a gap
between what housing people need and what is supplied by the market. For Kitchener, the
existing housing supply gaps are illustrated in Figure 2.
Figure 2: Existing Gaps in Kitchener’s Housing Supply
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The current housing delivery and support system is not functioning effectively. Housing needs
are not being met and the existing silo approach by levels of government, non-profits, institutions
and the private sector is not as effective as needed. Filling the housing gaps cannot be met by
market forces and the development industry alone. Significant investment from the federal and
provincial governments in funding housing that fills the gaps is needed to meet people’s existing
needs.
To address this implementation of the Housing Strategy aims to achieve:
Housing as a Human Right.
Elimination of Not-In-My-Back-Yard (NIMBY) opposition to varied housing tenures
and types.
Equity, Diversity, Inclusion in Housing.
Housing as a Safety Net.
A Reimagined Shelter and Supportive Housing System.
The Housing Strategy is developed on a foundation of the following principles:
Stable, secure, affordable housing is a human right.
People focused – must think about the people affected the most.
Equity, Diversity, and Inclusion(EDI) principles help identify and remove barriers and
reinforce best practices.
Explicitly anti-racist/anti-discriminatory.
Realistic timelines and achievable actions.
The Housing Strategy proposes:
Creation of a collaborative, co-ordinated Housing Advocacy Plan (to end
homelessness).
New ways of working together.
Focus on what Kitchener can uniquely do.
Kitchener advocating for others in what they need to do.
Making best use of resources.
Five Strategies - Meeting Needs, What the City Can Do, Working Together, Being
Informed/Informing and Implementation/Work Plan.
A critical element of Housing Strategy is the recognition that we must all work together, through
partnerships and creative solutions, to make the needed substantive and long-lasting changesto
help make housing more affordable.
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Proposed Strategic Actions Include:
1. Meeting Needs
1.1 Establish the following housing targets:
450 units of transitional and supportive housing for people who are homeless or at risk
of homelessness are needed. This includes approximately 170 housing units for men, 70
housing units for women, 60 housing units for youth, 50 housing units for people with
acute concurrent mental health and addiction challenges and 100 units for people with
cognitive challenges.
5,000 units of community housing for people with low and modest incomes on the
Housing Waiting List wanting to live in Kitchener are needed. Note: Increase from 3,000
households reported in Dec 2019
9,300 new affordable rental housing units at monthly rents under $1,300 for people with
household incomes under $63,000 are needed. Nearly 4,000 of these needed units are
for people paying more than 50% of their income on rent.
2. What the City Can Do
Staff and the Advisory Committee have focused their efforts on identifying roles and responses
that are unique to the City and where Kitchener has jurisdiction or resources. All agreed that
the Region of Waterloo should continue with its mandate, roles and responsibilities regarding
homelessness and housing. Effort has been made for the city actions to be complementary and
supportive of Region of Waterloo mandate, roles and responsibilities.
Policies
2.1 Report to Council on the feasibility and implications of the following potential policies:
Inclusionary Housing Policy and implementing Zoning Bylaw (September 2020)
Lodging House Policy (December 2020)
Parking Waiver Policy and implementing Zoning Bylaw for affordable housing
developments (December 2020)
Parkland Dedication Waiver Policy for affordable housing developments (2021)
Tenant Relocation Assistance Policy to mitigate the impacts resulting from
redevelopment of purpose-built rental apartments on current tenants, including
consideration of developers providing advanced notice and assistance to residents
including plans for relocating existing residents (Propose doing this in collaboration with
Cities of Cambridge and Waterloo in 2021)
Request Region to include consideration of funding for growth related (future)
affordable housing developments in creation of development charge and community
benefit policies (2021)
Community Improvement Plan for affordable housing (2021)
Request Region to explore feasibility of a HomeShare living model
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Development Approval Process
2.2 Continue improving the development approval process through the Development Services
Review with input from the development industry and the community
Incentives,Fees and Waivers
2.3 Report to Council on the feasibility and implications of the following incentives, fees and
waivers:
Continue the Fee Waiver Policy for non-profit organizations and expand its application to
affordable housing units provided in private sector development applications.
Implement a 20-year, interest-free deferral of development charges for eligible affordable
housing projects
Request the Region and School Boards to jointly review with the City a reduction of
Development Charges for affordable housing developments
Report to Council on the feasibility of establishing an Affordable Housing Reserve Fund to
provide ongoing funding to support Housing Intiatives
City Lands
2.4 Develop a strategy for the use of specific surplus city lands for affordable housing, including:
Identifying City and Regional site(s) for development of permanent supportive housing for
people to move to from Lot 42 A Better Tent City, tenting encampments, shelters and
homelessness (immediate)
A “priority” Pilot Project involving supportive and community rental housing in proximity
to transit /major transit center (initiate in 2020)
Identifying city lands suitable for others to develop for affordable housing and seek to
incorporate units that house people leaving homelessness, supportive housing,
community housing, below market rental and below market ownership (2021)
Assessing feasibility of including affordable housing in the development of new or
redeveloped City facilities, eg. community centers, fire stations (2022)
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Kitchener playing a leadership role in advancing innovative mixed housing communities
utilizing strategic parcels of city land, as a model for other Canadian communities to
replicate. (2022)
3. Working Together
Advocacy
3.1 Request the Region of Waterloo develop, in collaboration with local municipalities, non-
profit housing, support, and philanthropic organizations and the private sector, a capital
and operating funding strategy to end homelessness through a reimagined shelter,
supportive and community housing plan. This strategy should integrate affordable housing,
economic development and transit strategies as they all corelate to affordability and
wellbeing outcomes.
3.2 Jointly advocate for Provincial and Federal funding for housing acquisition, renovation and
development of affordable housing and related supports along the housing continuum as
part of community building, sustainability and economic recovery, including funding and
supports for:
House of Friendship seeking 2 sites and funding for the ShelterCare integrated health
and transitional housing concept (80 units) and for supportive housing project (60
units)
YWCA-KW seeking a site and funding for approximately 30 one-bedroom units of
affordable supportive housing for women leaving homelessness
The Working Centre to acquire and renovate a second site to house and support
people who are homeless and to add 40 units of housing to add to their affordable
housing portfolio
Kitchener Housing Inc (KHI) seeking a site and work in partnership with a developer to
create new community housing and to purchase buildings to preserve affordable
housing
One Roof’s proposal to develop approximately 58 units of supportive modular housing
on their site for youth who are homeless
Waterloo Region Habitat for Humanity seeking sites for affordable home ownership
Indwell seeking 2-3 more sites in Kitchener for approximately 120 to 180 supportive
housing units
Menno Homes seeking funding to complete its project under development
Habilitation seeking funding for a supportive housing project
Reception House Waterloo Region seeking a site and funding for the development of
a Refugee Services Hub.
John Howard Society Waterloo-Wellington seeking funding and resources for a full-
time staff member to help develop a housing strategy/model
Church and Religious Institutions within the City have expressed interest in
redeveloping their surplus lands to accommodate affordable housing. However, they
often lack the capital funds and development experience to do so.
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Private Sector Affordable Housing developers have expressed interest in developing
more affordable housing units, but face barriers around acquiring sites and capital
funds.
3.3Request the Region of Waterloo to revise its Housing and Homelessness Plan to incorporate
local municipal input and needs and develop future plans in collaboration with local
municipalities, non-profit housing, support and philanthropic organizations and the private
sector.
3.4 Request (through AMO) the Government of Ontario to develop and adopt a provincial
housing strategy including measurable targets and provision of sufficient funds to
accelerate progress on ending homelessness and ensuring access of all Ontarians, including
those of limited income, to housing of an adequate standard without discrimination. It
should also take into consideration the needs of Indigenous people, people with disabilities
including mental illness, women experiencing domestic violence, lone parents, immigrants
and newcomers and other people living in poverty or with low incomes.
Partnerships
3.5 Develop jointly a Region/City Charter to ensure more collaborationand opportunities to
identify and address housing challenges in Kitchener.
3.6 Continue working with the private sector and facilitate partnerships with non-profit
partners to provide more affordable housing
4. Being Informed/Informing
Housing data specific to the City of Kitchener has been challenging to collect. Renovictions remove
affordable housing and generally result in much higher rents being charged post renovation or
redevelopment. Commodification of housing, where housing is held on speculation, for
investment, or used to generate income instead of as a place to live is increasing through Airbnbs,
rental condos, or other untracked rental housing types.
4.1 Provide regular updates to the Council, the public and staff on housing needs assessments
4.2 Undertake additional work to assess housing needs for:
People who are homeless
Indigenous Peoples
Seniors
Immigrants
Students
Future population
LGBTQ+
Women
4.3 Track and monitor renovictions, where tenants are displaced from their homes to allow major
renovations or redevelopment to proceed and housing held for investment in Kitchener.
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4.4 Use the City’s Social Media Platform to engage and inform the public on addressing housing
issues in the city.
4.5 Establish a Lived-Experience advisory group to advise staff on addressing housing issues in
the city and to monitor strategy implementation and measure success.
5. Implementation/Workplan
5.1 Develop a prioritized annual work plan to implement the Housing Strategy including timing
and responsibilities, to be used to inform annual budgets
5.2Recommend an annual operating amount to support housing initiatives (To be quantified)
5.3 Provide staffing to support implementation of the Affordable Housing Strategy (To be
quantified)
5.4 Provide regular public reports on success and challenges in implementing the Housing
Strategy
“Governments must recognize the needs of
affordable housing. People have different
needs, regarding housing. Whether you are
on OW, Ontario disability, Mental health,
senior working and make a low Income.
There is a need for affordable housing.
Affordable housing that is in good repair,
safe, that you can call home \[…\] If I lost my
affordable housing I would end up in a
shelter or the street.”
- Engage Kitchener Survey
Respondant
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Table of Contents
1. Where We Started........................................................................................................................ 14
Strategic Plan ...................................................................................................................................... 14
Work Plan ............................................................................................................................................ 15
Needs Assessment .............................................................................................................................. 16
Housing Need and Supply ................................................................................................................... 17
Development Services Review ............................................................................................................ 19
Inclusionary Zoning ............................................................................................................................. 20
Council Discussion on Issues and Options .......................................................................................... 22
Engage Kitchener Survey on the Issues and Options around Housing ............................................... 22
2. Pandemic ..................................................................................................................................... 26
ShelterCare.......................................................................................................................................... 26
A Better Tent City ................................................................................................................................ 27
Regional, City, Service Provider Partnership to Address Homelessness ............................................ 28
3. Where We Want To Be ................................................................................................................. 29
Housing as a Human Right .................................................................................................................. 29
Elimination of Not-In-My-Back-Yard (NIMBY) .................................................................................... 30
Equity, Diversity, Inclusion .................................................................................................................. 30
Housing as a Safety Net ...................................................................................................................... 30
A Reimagined Shelter and Supportive Housing System ...................................................................... 31
4. How We Can Get There ................................................................................................................ 31
5. Strategies .....................................................................................................................................34
Strategy 1: Meeting Needs..................................................................................................................... 34
Strategy 2: What the City Can Do .......................................................................................................... 34
Strategy 3: Working Together ................................................................................................................ 36
Strategy 4: Being Informed/Informing .................................................................................................. 37
Strategy 5: Implementation/Work Plan ................................................................................................ 38
Appendix 1: Affordable Housing Advisory Committee – Sub-Committees Work Summary .................. 39
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1. Where We Started
Strategic Plan
Kitchener’s strategic vision is that “Together we will Public response to the Strategic Plan proposal
build an innovative, caring and vibrant community” to create an Affordable Housing Strategy
In 2018 the Environics Survey of Kitchener residents “We need this. Seeing the mentally low
seeking input on community priorities to help individuals on our streets in a bad time in their
prepare the 2019-2022 Strategic Plan reported a life reflects on us all. Everyone deserves a roof to
sizable increase in the interest of residents in seeing sleep under and food to eat. Please make it
mental health and addictions, homelessness and happen.”
affordable housing issues addressed in the city.
“Affordable housing, mental health and
Link to Staff Report supporting recovery from addictions need to be a
priority for our entire society.”
Substantiated through additional community
engagement, the Caring Community goal to “Enhance “I am very excited for a focused city strategy on
people’s sense of belonging and connection by affordable housing. At the same time, it is
providing welcoming community spaces and essential that people feel like they belong. I am
programs, better engaging, serving and supporting very pleased to see a focus on diversity and
our diverse populations and helping to make housing inclusion in a variety of ways.”
affordable” was approved by Council in the 2019-
2022 Strategic Plan. “These to me (Caring Community) are some of
the most important goals that we need to focus
Council also approved the strategic plan action to on. Many communities address things such as
“Create an Affordable Housing Strategy for Kitchener economic vibrancy and environmental
by 2020 in collaboration with the Region of Waterloo, stewardship, but Kitchener stands out to me as a
community groups and the development industry.” community that strives to take care of all of its
citizens. It still has a lot of work to do but I often
Link to Strategic Plan see Kitchener as taking a lead on a number of the
goals outlined here and I strongly hope that
The Vibrant Economy Goal of the 2019-2022 Strategic
continues and strengthens.”
Plan is to build a vibrant city by making strategic
investments to support job creation, economic
“City needs to be determined to set clear goals in
prosperity, thriving arts and culture, and great places to
affordable housing as a priority, as so far, with
live.
the weak enforcement, we are losing low-rent
housing and not rebuilding it. Inclusionary zoning
One of the actions under this goal is to complete a
to be determined asap. No bonusing for things
comprehensive city-owned property review by 2020
that developers should do anyway: green space,
to determine how properties could be effectively
arts and such. Incentives only for minimum 10%
used to advance city strategic objectives. Properties
affordable housing. “
are being reviewed by staff. Council will consider
land disposition and acquisition in camera and
decision information will be publicly available.
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Work Plan
The following 5-phase work plan guides the development of the Housing Strategy.
Link to Staff Report
Phase 1: Project Planning
•Establish Work Program, Resourcing, Advisory Committee, Engagement Plan
Phase 2: Housing Assessment
•Baseline Data, Demographic Profile, Gap Analysis, Growth and Future Needs,
Influencing Factors
•Municipal Assessment Report (Inclusionary Zoning)
Phase 3: Issues and Options
•Confirm Housing Continuum Aspects of Focus, Options to Proceed, Implications,
Early Wins
•Direction for Inclusionary Zoning Amendments
We are here in Phase 4A: Prepare Affordable Housing Strategy
Phase 4B: Inclusionary Zoning Amendments
Phase 4 of the
•Statutory Public Meeting for Official Plan/Zoning By-law Amendments for
Work Program
Inclusionary Housing
Phase 5: Approval
•Final Strategy and Actions
•Decision on Inclusionary Housing Amendments
Council appointed Councillors Chapman, Michaud, Schnider and Singh to an Advisory
Committee of diverse representatives of people with lived experience, affordable housing and
service providers, developers, the Region of Waterloo, the LHN, academia and the community
to provide their advice to staff on developing the housing strategy.
The Advisory Committeebegan meeting in November 2019. Four Subcommittees were
established and progress reports from three of the sub-committees are contained in Appendix 1.
Work on the Lodging House Sub-committee will commence in Fall 2020.
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Needs Assessment
Staff completeda comprehensive needs assessment, with input from the Advisory Committee, in
January 2020 to inform Council, the public and stakeholders on the state of housing in the city.
Link to Needs Assessment
Key Findings include:
The current housing delivery and support system is not functioning effectively.
Housing in recent years has become moreunaffordable for an increasingly larger share of
Kitchener’s population.
Poverty and Core Housing Need is increasing in the City of Kitchener.
Housing prices continue to increase as shown in the following table.
Figure 2: Average Re-Sale Price of Houses & Income Needed to Own December 2019 & July 2020
Average House Price % Increase Household Income Required
Dec 2019/July 2020 Dec-JulDec 2019/July 2020
Single Detached$582,080/$745,149 +28% $164,275/**
Semi Detached$435,133/$522,872+20% $122,803/
Townhouse$401,708/$465,756+16% $113,370/
Condo
$304,939/$392,770+29% $86,060/
Apartment
Average $499,323/$639,814 $140,919/
Source: Kitchener-Waterloo Association of Realtors 2019 and 2020, House Priced based
on Average MLS Sale Price
(*Rolling 12 months average price as of December 2019 and July 2020)
This has placed pressure on the rental market as people who would have purchased homes are
staying in rental accommodation, because incomes have not increased in pace with increases in
housing costs. Redevelopment has eliminated some of the affordable rental housing and
replaced it with more condos and more expensive rental housing.
In August 2019 Kitchener’s rent increases were reported to be the greatest in Canada, up nearly
16% over the previous year. At $1,310 per month for a one-bedroom apartment Kitchener was
the seventh most expensive in the 24 largest municipalities across Canada. In August 2020
Kitchener moved to tenth place of most expensive one-bedroom rents with a median rent of
3
$1,370.
3
Padmapper 2019 and 2020
Draft Housing Strategy 16
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Housing Need and Supply
In Canada, generally those who can afford to buy housing do so - in part to provide security of
tenure and in part as an investment. Across the country, 67.8% of Canadians own and 30.2% rent
4
their housing, with the trend being a decline in ownership and an in increase in renting.The
amount, type and cost of housing describe the "supply" side of the housing market. The number
of households, income and housing requirements describe the "demand" side of housing. Ideally,
the supply of housing provided by the market through the development industry matches and
meets the needs of the people living in a municipality, as illustrated in the following figure.
Figure 3: Ideal Housing Demand and Housing Supply Graph
In reality, there is a gap between what housing people need and what is supplied by the market.
For Kitchener, the existing housing supply gaps are illustrated in Figure 4 and include:
450 units of transitional and supportive housing for people who are homeless or at risk
of homelessness are needed. This includes approximately 170 housing units for men, 70
housing units for women, 60 housing units for youth, 50 housing units for people with
acute concurrent mental health and addiction challenges and 100 units for people with
cognitive challenges.
5,000 units of community housing for people with low and modest incomes on the
Housing Waiting List wanting to live in Kitchener are needed. Note: Increase from 3,000
households reported in Dec 2019
4
Stats Canada 2016 Census https://www.fin.gov.on.ca/en/economy/demographics/census/cenhi16-
11.html
Draft Housing Strategy 17
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9,300 new affordable rental housing units at monthly rents under $1,300 for people with
household incomes under $63,000 are needed. Nearly 4,000 of these needed units are
for people paying more than 50% of their income on rent.
Figure 4: Existing Gaps in Kitchener’s Housing Supply
The current housing delivery and support system is not functioning effectively. Housing needs
are not being met and the existing silo approach by levels of government, non-profits,
institutions and the private sector is not as effective as needed. Filling the Housing Gaps cannot
be met by market forces and the development industry alone. Significant investment from the
federal and provincial governments in funding housing that fills the gaps is needed to meet
people’s existing needs.
Attaining affordable housing is especially challenging for:
People who are homeless – especially for people with mental health and addiction
challenges
Students and youth
Recent immigrants
Indigenous people
Single parents
People earning the minimum wage
People with disabilities with low to moderate incomes
Seniors, especially those in rental housing or requiring care. (The population aged 65
years and older increased by 35% from 2006 to 2016 and is expected to almost double
(increase by 94%) by 2041.)
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Housing data specific to the City of Kitchener has been challenging to collect. Additional work is
needed to assess housing for:
People who are Homeless
Indigenous Peoples
Seniors
Immigrants
Students
Future population
LGBTQ+
Women
Renovictions, where tenants are displaced from their homes to allow major renovations or
redevelopment to proceed, are not tracked or monitored for Kitchener. Housing held for
investment is not tracked or monitored for Kitchener.
Kitchener has an experienced non-profit housing sector.
The private sector is interested in developing affordable housing and improving the
development review process and planning context to allow more housing to be built.
More collaboration is needed between the City and the Region to identify and address housing
challenges in Kitchener.
Development Services Review
There is a correlation between the review/approval timeline for development applications and
the affordability of housing units. The Development Services Review is underway in parallel
with the development of the Housing Strategy. The goal of the Development Services Review is
to bring a greater focus, coordination and accountability to the City’s development functions
and, in doing so, reduce overall process lead times by 30% through a series of cumulative,
incremental process improvements.
City staff have been working with both internal and external stakeholders over the past year to
undertake an end-to-end process review of the full site plan approval process, which has
included the design and implementation of several improvements positively impacting the
development community including:
The digital submission and review processhas been advanced during the pandemic.
Paper files have been eliminated, circulations are completed electronically, there is a
new digital stamping/approval process, and training is underway with staff across all
commenting divisions on a new and standardized approach to completing digital
reviews using Bluebeam. This will save developers time and money and result in
consistent feedback from the City. Commenting parties will see/review the comments of
their colleagues to ensure that comments do not conflict.
Pre-submission meetings are more meaningful: staff comments are provided to the
applicant in advance of the meeting; there is a new ability to request staff attendance at
Draft Housing Strategy 19
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meeting; the discussion focused on red-flag issues only; there is clarity related to
requirements for submitting a full application.
Reviewers are assigned across the life cycle of a file beginning at the pre-submission
stage, providing for greater consistencyand continuity.
Staff resourcing has been adjusted to help ensure ‘complete application’ reviews.
Backlogshave been eliminated with10 file planners reviewing for completeness versus
1 previously. Complete applications are assigned to the same planner who reviewed the
pre-consultation submission.
The most common reasons that submissions are incomplete have been identified and 11
improvements are being implemented to help facilitate complete submissions, thereby
eliminating time lost in multiple resubmissions.
The City now grants partial sign-off for onsite works certifications. Now, once something
has passed an inspection, it is never added back to the deficiency list. This will save
developers a significant amount of time and money through this streamlined process.
A new proactive process has been established to notify developers when the City is
holding securities. This should result in more timely inspections and return of securities.
Website updates are currently underway to outline the steps in the full site plan
process, provide estimated timelines, and consolidate all multi-disciplinary
requirements in one location.
The City is using the philosophy of continuous improvements and is employing the Lean
methodology to develop and implement process improvements. In fall 2020, staff will be
working onthe development of industry explainers/scorecards that explain how to get a
passing score at various stages of the development process and will be reviewing file
management practices and accountabilities.
As improvements are implemented, measures of success are identified, and data is collected. As
the site plan process is a multi-year process, staff anticipate data will be available later in
2020. More information on the Development Services Review can be found here.
Inclusionary Zoning
Kitchener has been reviewing the feasibility of using inclusionary zoning in collaboration with
the cities of Waterloo and Cambridge and the Region of Waterloo. The work on inclusionary
zoning is underway in tandem with preparing the Affordable Housing Strategy. Steps in the
Inclusionary Zoning Review include:
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Figure 5: Inclusionary Zoning Workplan
The tool is typically used to create affordable housing for low-and moderate-income
households. In Ontario, this means families and individuals in the lower60% of the income
distribution for the regional market area, as defined in the Provincial Policy Statement, 2014.
Generally, inclusionary zoning tends to work best in locations experiencing rapid population
growth and high demand for housing, accompanied by strong economies and housing markets.
The key components of inclusionary zoning programs include:
an assessment report on housing in the community
financial viability for developers
located in major transit station areas
official plan policies in support of inclusionaryzoning
a by-law or by-laws passed under section34 of the Planning Act implementing
inclusionary zoning official plan policies
Key Principles of successful inclusionary policies include:
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Staff will be reporting to Council in Fall 2020 with the findings from the review of the feasibility
to implement inclusionary policies and zoning and seeking direction to undertake public
consultation.
Council Discussion on Issues and Options
Council participated in a strategic session in February 2020 to review housing issues and
options identified by staff and the Advisory Committee(Link to staff report).The overall
feedback from Council was that addressing homelessness should be a top priority in developing
the Housing Strategy for Kitchener.Council reiterated that addressing homelessness is not
within the mandate of our local governmentand it is the Region of Waterloo’s mandate.
Council asked: “How do we deal with this?”
Council addressed entering the discussion on resolving homelessness as a partner and not
taking on sole responsibility. Council noted transformational change is needed. Instead of
relying on shelters, housing should be provided with needed services for people. Spending on
homelessness has been reactive, to date. If it was done proactively it would help solve some of
the homelessness issues. The City can be an effective advocate working with the Region.
Other housing issues commented on by Council include:
Clarity on Defining “Affordable”
Community Rental Housing
Affordable Rental Housing
Affordable Home Ownership
Controls to ensure units remain affordable
Recognize Affordable Housing as an Economic Driver
Development Services processes to achieve greater efficiencies
Filling Gaps in Housing Supply
Ways To Increase Housing Supply
Consider Inclusionary Housing
Focus on Housing and Transit StrategyRelationship
Engage Kitchener Survey on the Issues and Options around Housing
Based on responses from the Council Strategy Session and Advisory Committee workshops, city
staffcreated the Engage Kitchener survey in order to receive community engagement on what
the public believed were the issues and options surrounding housing in Kitchener, and to describe
what they believe are the roles and responsibilities of the various sectors that influence housing.
With the help of advisory committee members and other community partners in the non-profit
sector, the survey was able to be delivered to various shelters, supportive housing units and other
service centres in an accessible format to get input from those with lived experience. As well,
committee members dispersed the survey through their various networks which helped the
survey receive insightful responses even throughout the pandemic.
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Engage Kitchener - Survey Results
The Engage Kitchener Survey asked the public to provide their input on the issues and options
regarding housing in Kitchener. The Engage Kitchener survey was conducted from March 13th,
2020 to May 8th 2020 and received 177 unique responses.
Figure 6 illustrates the distribution of responses by postal code forward sortation area, which
closely aligns with the City’s Ward boundaries. Ward 9 had the highest proportion of respondents
followed by Wards 10 and 8. Figure 7 illustrates distribution of residents in core housing need by
census tract, and when compared to the distribution of survey responses the two somewhat
align.
The Issues and Options section of the
Engage Kitchener Survey asked the
following:
1.What were the top three issues
that should be prioritized in the Housing
Strategy?
2.What are the biggest challenges
finding affordable housing?
3.Where along the housing
continuum the city should focus its
efforts?
4.What were the top options to
address housing issues in Kitchener?
Figure 7: Percentage of Kitchener Residents in Core
Housing Need by census tract.
Figure 6: Engage Kitchener Respondent Distribution by Forward Sortation
Area (FSA)
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The Issues and Options section of the Engage Kitchener Survey asked the following:
5. What were the top three issues that should be prioritized in the Housing Strategy?
6. What are the biggest challenges finding affordable housing?
7. Where along the housing continuum the city should focus its efforts?
8. What were the top options to address housing issues in Kitchener?
The Roles and Responsibilities section of the Engaged Kitchener Survey asked:TWhat do you
believe are the roles and responsibilities around housing of the following sectors?
Figure 8: Engage Kitchener Survey Responses – Issues and Options
Figure 9 illustrates the major themes that emerged through analysis of the Roles and
Responsibilities section of the Engage Kitchener Survey.
Draft Housing Strategy 24
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Figure 9 – Engage Kitchener Survey Results – Roles and Responsibilities
“I think this is a really important issue and the most helpful thing to do is to bring
together people in the housing field (policy makers, funders, people looking for
housing, people working with those looking for housing etc.).”
-Engage Kitchener Survey Respondant
Draft Housing Strategy 25
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2.Pandemic
Coming out of the first pandemic wave, Kitchener retains a strong resale market for housing and
applications to permit new residential development continue to be submitted to the city.
However, housing has become increasingly unaffordable for an increasingly larger share of
Kitchener’s population. Incomes are not keeping pace with rising costs of rental and ownership
housing. Poverty and Core Housing Need is increasing in the city.
COVID-19 affected people’s lives through adjustments like working from home, losing jobs or
income, not being able to hug family and friends, or battling new stresses and anxieties
associated with uncertainty. For many, staying indoors and adjusting to a physically distanced
life is challenging; but it has disproportionately increased risks for people who are homeless.
The usual model of sheltering the homeless involves placing several people in close proximity to
one another, giving them a place to sleep and a meal to eat – with no ability to physically
distance. Time allowed in a shelter is usually nighttime only, with people having to leave each
morning.
ShelterCare
Knowing that the existing shelter model would “I feel like for the first time in a long time I’m ready to
not work during the pandemic, House of tackle my addictions because, in the conditions of the
Friendship, seized the opportunity to pilot its hotel, I am able to see that I am starting to feel like
ShelterCare concept - integrating decent me. Thanks to the hotel team I realized that I have a
housing, services and health care. Actingquickly life worth living and can do this.” Resident
with the Region of Waterloo to find dignified
“… the rest, and services at the hotel, gets participants
shelter for homeless men, they secured a
to think about making healthy, alternative choices.
partnership with the Radisson Hotel to provide
Typically, at the shelter, we would have had 5 referrals
24/7 housing for51 men from the Charles
to residential addiction treatments every 4-6 months
Street Shelter, until the end of August 2020.
whereas now we have had 5 in the last month alone.”
Through additional partnerships, the capacity Staff
safely increased to 97 people, and healthcare
“COVID-19 has created opportunities for self-
was provided onsite by Inner City Health
reflection, and prompted discussion of how we treat
Alliance. A primary care clinic operated from
marginalized populations. The pandemic showed us
10am – 3pm, seeing 12 participants a day. A
that challenging the status quo is essential in tackling
COVID-19 isolation floor allowed those with
the inequalities we see today across Canada… There is
potential Covid symptoms to be tested and
nothing radical about housing the homeless,
treated. There have been zero COVID positive
preventing drug overdoses, feeding the hungry,
cases.
increasing minimum wages, or reducing prison
The hotel became a place where all needs were populations. These measures are urgently needed and
met under one roof. Staff worked closely with are simply humane. They should be our “new normal”
people to care for their overall wellbeing in Canada moving forward.”
Draft Housing Strategy 26
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ensuring food, quality sleep, healthcare,
recreation activities, community and support
are provided. Importantly, staff created a
housing plan with each person, to help them
move forward with their life.
The new model resulted in a safer work
environment for staff, decreased overdoses
(and other serious occurrences), reduced
incident reports, and increased the overall well-
being of participants.
Karamouzian, Mohammad, Inequality means we’re
not all in this together, Toronto Star, July 29, 2020.
A Better Tent City
The COVID19 pandemic has caused significant challenges for individuals in our community
experiencing homelessness. People could not self-isolate without a home. Places people
regularly used during the day, such as libraries, community centers, and public washrooms, were
closed. In responding to the COVID19 pandemic, the Region of Waterloo received federal funding
to address needs of people who were homeless and worked with community partners to
temporarily create additional capacity.
The temporary increase in capacity did not meet all of the diverse needs of people who are
homeless. As a grassroots response to this challenge, members of the community developed “A
Better Tent City” to provide an alternative to unsanctioned tent encampments in the city. In April
2020, the owner of 41 Ardelt Place (also known as LOT42) gave permission for approximately 20
individuals to tent on the property, providing access to a portion of the building including
washroom facilities. This was expanded in June to include “shed” structures along with a mobile
trailer adapted with shower and laundry facilities. There are approximately 40 people living on
site. The organizers have indicated that it is intended to be a short-term location for the initiative
Draft Housing Strategy 27
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Regional, City, Service Provider Partnership to Address Homelessness
The Region of Waterloo has indicated they want to work in collaboration with municipal and
community partners on a “post-pandemic” plan to re-imagine the shelter system in order to
better meet the diverse needs of people experiencing homelessness. This will include identifying
immediate, mid-term and longer-term housing options and supports.
On July 6, 2020 Kitchener City Council passed a resolution that included:
directing staff to temporarily suspend enforcement of the Zoning Bylaw in support of A
Better Tent City pilot project at 41 Ardelt Place, for up to one year, subject to conditions;
that the owner engage with the Region of Waterloo, City of Kitchener, community
partners and site residents regarding the relocation of the facility or alternative solutions
for people to support their transition to appropriate housing;
that City staff work with Regional staff to identify and secure sites for the relocation of
residents of Lot 42 and tenting encampments; and
deferred until August 31, consideration of the motion that the City of Kitchener use the
remaining $40,000 of the 2020 Affordable Housing Strategy funding to support
development of initiatives to help people move from homelessness to housing.”
On August 11, 2020 Regional Council directed regional staff to secure dormitory-style spaces for
up to 12 months to accommodate a minimum of 144 adult men experiencing homelessness.
Regional staff agreed that the accounting of people experiencing homelessness needs to be
improved and agreed to work with service providers and municipalities to develop an
accounting that included people who used the shelter system and people who were homeless
and did not access the existing shelter spaces.
As part of establishing new dormitory-style shelter spaces, Region staff and shelter providers
will be exploring changes to shelter programs and services to respond to individuals who are
unsheltered. These changes could include an exploration of a continuum of harm reduction
models within shelters, a review of service restriction practices and policies, as well as the
provision of additional on-site services related to health, mental health, and addiction supports.
Recognizing that through the lens of health, safety, and infection control, the pandemic has
reinforced the need to make decisions that prioritize permanent housing solutions, Regional
Council also directed staff to explore developing alternative housing with support on surplus
land by identifying potential sites and engaging in an Expression of Interest process. To that
end, Region and City of Kitchener staff are collaborating to develop plans to utilize surplus lands
to provide alternative housing and support to individuals who are experiencing homelessness.
“This pandemic has shown that governments can solve homelessness”
Leilani Farha, UN Special Rapporteur on Adequate Housing, April 2020
Draft Housing Strategy 28
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Meeting the needs of our most vulnerable citizens requires creative solutions and flexibility. The
City is committed to work with the Region of Waterloo and our community partners to establish
sustainable solutions to address the needs of people who are homeless in our city.
3. Where We Want To Be
Housing as a Human Right
International human rights law establishes a right to housing.
Canada committed to the United Nations that we would “recognize the right of everyone to an
adequate standard of living… including adequate food, clothing and housing.”
In 2019 Canadian law first recognized that the right to adequate housing is a fundamental
human right through the passage of the National Housing Strategy Act.
The Act recognizes that housing is essential to people’s inherent dignity and well-being, and is
essential to building sustainable and inclusive communities.The Federal governmentis
required to develop and maintain a national housing strategy that takes a human rights-based
approach to housing. This involves setting out a long-term vision for housing, establishing
national goals on housing and homelessness, focusing solutions on those in greatest need and
including the public in the process, especially those with lived experience of homelessness or
5
unstable housing.
In 2008 the Ontario Human Rights Commission reported on its rental housing consultation that:
“it is Ontario’s most vulnerable families and individuals who bear the human toll
of inadequacies in the province’s rental housing sector... The racialization of
poverty and the overlaps between mental illness and homelessness were raised
repeatedly throughout the consultation…For refugees, immigrants, transgendered
people, lone mothers, Aboriginal people, people with mental illnesses or other
disabilities, and other people protected under the OntarioHumanRightsCode, the
6
human rights dimensions of the housing crisis are undeniable.
Un-coordinated actions betweenall levels of government to eliminate homelessness and to
provide sufficient levels of adequate and affordable housing to meet the needs of Code-
protected groups and individuals is a concern for many. Housing strategies aimed at addressing
homelessness and increasing access to affordable housing in Ontario must be consistent with
7
international human rights obligations, the Code and applicable human rights principles.
5
Hale, Kenn, We got the Right to Housing. Now What? June 27, 2019, https://www.acto.ca/
6
OHRC
7
ibid
Draft Housing Strategy 29
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Elimination of Not-In-My-Back-Yard (NIMBY) opposition to different housing types and
tenures
NIMBY opposition to affordable or supportive housing projects, and the impact of this on
tenants, housing providers and society as a whole is not conducive to a just and sustainable
society. People with disabilities including mental illnesses, young parents and other persons
protected under the Code may be exposed to discriminatory comments or conduct both during
the planning process and once the housing is built. In many cases, NIMBYism prevents, delays
or increases the costs of developing much needed housing for Code-protected groups and
individuals. It is time that a comprehensive strategy be developed to make sure that
discriminatory NIMBYism does not hinder the creation of affordable housing for Code-
8
protected people.
The barriers created by NIMBY opposition cannot be overcome by any one stakeholder in
isolation. The committed involvement of housing providers and developers, municipalities,
municipal affordable housing committees and committees of adjustment, and other levels of
government is necessary to eliminate these kinds of barriers to the creation of new and
affordable housing. Neighbourhood groups, local business associations and homeowners in
communities need also be aware that it is not acceptable to oppose affordable housing
9
developments because of who will live in them.
Equity, Diversity, Inclusion
Kitchener is attracting a wide diversity of people eager to live and work in the community.
Housing is critical to the City’s long-term prosperity, as attracting and retaining residents requires
housing options that serve all income levels and household types. As our city becomes more
diverse, we must become a more equitable and inclusive community. A city where everyone feels
like they belong, are welcome, their needs are met and they can fully share in our city’s
prosperity.To ensure equitable, diverse inclusive communities, housing must serve as a safety
net, a platform and as a building block for inclusion.
Housing as a Safety Net
Housing offersstability and the shortage of affordablehousingfor peoplewith low and
moderate incomes has implications for their long-term economic security, their ability to
complete education and care for household members. Housing instability includes living in
substandard conditions, severe rent or housing cost burdens, being in overcrowded conditions,
couch surfing, being evicted, moving frequently to reduce housing costs or avoid homelessness,
and homelessness itself. Any of these can be dangerous for health and well-being for adults
and especially for children. Needed reforms include strengthening the legal and consumer
protection framework for all renters; increasing housing assistance for low-income renters; and
10
transforming the way housing assistance is provided.
8
ibid
9
ibid
10
https://www.urban.org/research/publication/housing-safety-net/view/full_report
Draft Housing Strategy 30
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A Reimagined Shelter and Supportive Housing System
“We have the opportunity to decide if we go back to the status quo, or if
we build upon the ShelterCaremodel of saving lives. By providing a
dignified environment with wrap around supports housing and service
providers can engage in healing trauma and help those whoare homeless
believe they have a life worth living….Lack of funding is a big problem,
there is so much uncertainty of what will happen after August and we
cannot sustain this effective model without funds.” House of Friendship
4. How We Can Get There
Guiding Principles
Stable, secure, affordable housing is a human right
For the first time the federal government has created a national housing strategy recognizing
that housing is a human right. The City of Kitchener has an opportunity to localize
implementation of housing as a human right. The existing standard in shelters does not meet
human right to housing standards. There is an opportunity in working together that we can
achieve a reimagined shelter system that includes sufficient housing with supports to meet
needs and eliminate homelessness in our city.
People focused –think about the people most affected
The Needs Assessment and the responses to the engagement survey indicate that more than
half of residents in Kitchener have affordability issues. This is a relatively new phenomenon that
has been increasing since 2016. We need to develop strategies to address affordability issues
along most of the housing continuum.
Equity, Diversity, and Inclusion principles help identify and remove barriers and reinforce
best practices
Equitydescribes fairness and justice in outcomes. It is not about the equal delivery of services or
distribution of resources, it is about recognizing diversity and disadvantage, and directing
resources and services towards those most in need to ensure equal outcomes.
Diversity is a fact in our city. The Needs Assessment clearly showed the diverse range of people
in terms of age, gender, race, ethnic origin, immigration, education attainment, income and other
attributes. We understand that some diverse voices feel unheard, undervalued or unseen in our
community and don’t feel represented in decision-making. We have heard the city needs more
diversity in housing form or housing stock for people to be better able to live affordably.
Draft Housing Strategy 31
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Inclusion is a choice in our city.
“Inclusion is the act of creating environments in which any individual
or group can feel welcomed, valued, respected, supported and can
fully participate. An inclusive and welcoming climate embraces
differences and offers respect in words and actions for all people”
Towards Toronto 2015
Explicitly Anti-Racist/Anti-Discriminatory
An affordable housing strategy must be anti-racist becauseracism has been and continues to be
a force limiting the access of housing to racialized people. Furthermore, racism has been at the
root of many historical attempts to use zoning to exclude people from wealthier
neighbourhoods with a majority white population.Even if we were to assume that racism is
not currently a motivating source behind continued exclusionary zoning, it is nonetheless likely
to contribute to income-based segregation which will also contribute to segregation of any
racialized people who are also economically disadvantaged. In other words, exclusionary zoning
can reinforce racial discrimination and economic disparities that already exist in society. It is
also important to note that discrimination also exists in the private housing market, and plays a
significant role in the attainability and affordability of housing in the bigger picture.
Kitchener has made some important changes inallowing tiny homes, second suites triplexes
etcetera in its new zoning bylaw to make more affordable forms of housing available across the
city. However, it is still important to acknowledge the negative effect of exclusionary zoning
and to really consider the extent to which it still exists. This could include restrictions on height,
minimum lot sizes, spacing requirements or anything else that limits multi-home buildings. The
ongoing part of Crozby- phase 2 with the neighbourhood reviews, can have a significant effect
on housing affordability in Kitchener.
Realistic Timelines and Achievable Goals
An ambitious list of actions are under consideration with short term and long term solutions.
Where possible SMART actions – specific, measurable, attainable, realistic and timely are
proposed. Public engagement is being sought to gain input on priorities and timing.
Draft Housing Strategy 32
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“I work with and advocate for government-assisted refugees.
It is becoming an uphill battle to secure permanent
accommodation for the clients that we serve. They face
regular discrimination in a market that currently favours
landlords - discrimination for being on government assistance,
not having a Canadian credit history, having a large family size.
\[…\]
Above is just one example, but there are many other
marginalized groups in the city that face unique barriers in
accessing housing. The City should have an understanding of
how these barriers can intersect to bar people from accessing
adequate, affordable housing.”
-Engage Kitchener Survey Respondant
Housing Strategy Overview
The Housing Strategy proposes:
Creation of a collaborative, co-ordinated Housing Advocacy Plan (to end homelessness)
New ways of working together
Focusing on what Kitchener can uniquely do
Advocating for others in what they need to do
Making best use of resources, and
Five Strategies
1.Meeting Needs
2. What the City Can Do
3. Working Together
4. Being Informed and Informing
5. Implementation/Work Plan
Draft Housing Strategy 33
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5. Strategies
Proposed Strategic Actions Include:
Strategy 1: Meeting Needs
1.1 Establish the following housing targets:
450 units of transitional and supportive housing for people who are homeless or at risk
of homelessness are needed. This includes approximately 170 housing units for men, 70
housing units for women, 60 housing units for youth, 50 housing units for people with
acute concurrent mental health and addiction challenges and 100 units for people with
cognitive challenges.
5,000 units of community housing for people with low and modest incomes on the
Housing Waiting List wanting to live in Kitchener are needed. Note: Increase from 3,000
households reported in Dec 2019
9,300 new affordable rental housing units at monthly rents under $1,300 for people with
household incomes under $63,000 are needed. Nearly 4,000 of these needed units are
for people paying more than 50% of their income on rent.
Strategy 2: What the City Can Do
Staff and the Advisory Committee have focused their efforts on identifying roles and responses
that are unique to the city and where the city has jurisdiction or resources. All agreed that the
Region of Waterloo should continue with its mandate, roles and responsibilities regarding
homelessness and housing. Effort has been made for the city actions to be complementary and
supportive of Region of Waterloo mandate, roles and responsibilities.
Policies
2.1 Report to Council on the feasibility and implications of the following potential policies:
Inclusionary Housing Policy and implementing Zoning Bylaw (September 2020)
Lodging House Policy (December 2020)
Parking Waiver Policy and implementing Zoning Bylaw for affordable housing
developments (December 2020)
Parkland Dedication Waiver Policy for affordable housing developments (2021)
Tenant Relocation Assistance Policy to mitigate the impacts resulting from
redevelopment of purpose-built rental apartments on current tenants, including
consideration of developers providing advanced notice and assistance to residents
including plans for relocating existing residents Zoning Amendments (Propose doing this
in collaboration with Cities of Cambridge and Waterloo in 2021)
Draft Housing Strategy 34
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Request Region to include consideration of funding for growth related (future)
affordable housing developments in creation of development charge and community
benefit policies (2021)
Community Improvement Plan for affordable housing (2021)
Request Region explores and adopts policy around HomeShare living model
Development Approval Process
2.2 Continue improving the development approval process with input from the development
industry and the community
Incentives, Fees and Waivers
2.3 Report to Council on the feasibility and implications of the following incentives, fees and
waivers:
Continue the Fee Waiver Policy for non-profit organizations and expand its application to
affordable housing units provided in a private sector development applications.
Implement a 20-year, interest-free deferral of development charges for eligible affordable
housing projects.
Request the Region and School Boards to jointly review with the City a reduction of
Development Charges for affordable housing developments.
Establishment of an Affordable Housing Reserve Fund to provide ongoing funding to
support Housing Initiatives.
City Lands
2.4 Develop a strategy for the use of specific surplus city lands for affordable housing, including:
and
A “priority” Pilot Project involving supportive and community rental housing in proximity
to transit /major transit center (initiate in 2020)
Identify city lands suitable for others to develop for affordable housing and seek to
incorporate units that house people leaving homelessness, supportive housing,
community housing, below market rental and below market ownership (2021)
Feasibility of including affordable housing in the development of new or redeveloped
Cityfacilities, eg. community centers, fire stations (2022)
Kitchener playing a leadership role in advancing innovative mixed housing communities
utilizing strategic parcels of city land, as a model for other Canadian communities to
replicate. (2022)
Draft Housing Strategy 35
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Strategy 3: Working Together
Advocacy
3.1 Request the Region of Waterloo develop in collaboration with local municipalities, non-
profit housing, support, and philanthropic organizations and the private sectors a capital
and operating funding strategy to end homelessness through a reimagined shelter,
supportive and community housing plan. Integrate affordable housing, economic
development and transit strategies.
3.2 Jointly advocate for Provincial and Federal funding for housing acquisition, renovation and
development of affordable housing and related supports along the housing continuum as
part of community building, sustainability and economic recovery, including funding and
supports for:
House of Friendship seeking 2 sites and funding for the ShelterCare integrated health
and transitional housing concept (80 units) and for supportive housing project (60
units)
YWCA-KW seeking a site and funding for approximately 30 one-bedroom units of
affordable supportive housing for women leaving homelessness
The Working Centre to acquire and renovate a second site (Water Street 2.0) to house
and support people who are homeless and to add 40 units of housing to add to their
affordable housing portfolio
Kitchener Housing Inc (KHI) seeking a site and work in partnership with a developer to
create new community housing and to purchase buildings to preserve affordable
housing
One Roof’s proposal to develop approximately 58 units of supportive housing for
youth who are homeless in modular housing on their site
Waterloo Region Habitat for Humanity seeking sites for affordable home ownership
Indwell seeking 2-3 more sites in Kitchener for approximately 120 to 180 supportive
housing units
Menno Homes seeking funding to completeits projectunder development
Habilitation seeking funding for a supportive housing project
Reception House Waterloo Region seeking a site and funding for the development of
a Refugee Services Hub.
John Howard Society Waterloo-Wellington seeking funding and resources for a full-
time staff member to help develop a housing strategy/model
Church and Religious Institutions within the City have expressed interest in
redeveloping their surplus lands to accommodate affordable housing. However, they
often lack the capital funds and development experience to do so.
Private Sector Affordable Housing developers have expressed interest in developing
more affordable housing units, but face barriers around acquiring sites and capital
funds.
Draft Housing Strategy 36
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3.3 Request the Region of Waterloo to revise its Housing and Homelessness Plan to incorporate local
municipal input and needs and develop future plans in collaboration with local municipalities,
non-profit housing, support and philanthropic organizations and the private sector.
3.4Request (through AMO) the Government of Ontario to develop and adopt a provincial
housing strategy including measurable targets and provision of sufficient funds to
accelerate progress on ending homelessness and ensuring access of all Ontarians, including
those of limited income, to housing of an adequate standard without discrimination. It
should also take into consideration the needs of Indigenous people, people with disabilities
including mental illness, women experiencing domestic violence, lone parents, immigrants
and newcomers and other people living in poverty or with low incomes.
Partnerships
3.5 Develop jointly a Region/City Charter to ensure more collaborationand opportunities to
identify and address housing challenges in Kitchener.
3.6 Continue working with the private sector and facilitate partnerships with non-profit
partners to provide more affordable housing
Strategy 4: Being Informed/Informing
Housing data specific to the City of Kitchener has been challenging to collect. Renovictions remove
affordable housing and generally result in much higher rents being charged post renovation or
redevelopment. Commodification of housing, where housing is held on speculation, for
investment, or used to generate income instead of as a place to live is increasing through Airbnbs,
rental condos, or other untracked rental housing types.
4.1 Provide regular updates to the Council, the public and staff on housing needs assessments
4.2 Undertake additional work to assess housing needs for:
People who are homeless
Indigenous Peoples
Seniors
Immigrants
Students
Future population
LGBTQ+
Women
4.3 Track and monitor renovictions, where tenants are displaced from their homes to allow major
renovations or redevelopment to proceed. Track and monitor housing held for investment in
Kitchener.
Draft Housing Strategy 37
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4.4 Use the City’s Social Media Platform to engage and inform the public on addressing housing
issues in the city.
4.5 Establish a Lived-Experience advisory group to advise staff on addressing housing issues in
the city and to monitor strategy implementation and measure success.
Strategy 5: Implementation/Work Plan
5.1 Develop a prioritized annual work plan to implement the Housing Strategy including timing
and responsibilities, to be used to inform annual budgets
5.2 Recommend an annual operating amount to support housing initiatives (This needs to be
quantified)
5.3Provide staffing to support implementation of the Affordable Housing Strategy (This needs
to be quantified)
5.4 Provide regular public reports on success and challenges in implementing the Housing
Strategy
“The City of Kitchener has the opportunity
to be a leader in Waterloo Region. We need
bold actions to make a significant impact on
this issue. We can't tweak our way to a
solution. We need thousands of new
affordable units and bold, decisive actions
are the only thing that will get us ahead of
the curve.”
Engage Kitchener Survey Respondant
InDwell supportive housing proposal at St. Marks
Draft Housing Strategy 38
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Appendix 1: Affordable Housing Advisory Committee – Sub-
Committees Work Summary
Defining Affordability Sub-Committee
The AHS Defining Affordability sub-committee is tasked with defining what the term ‘Affordable’ means in a
Kitchener Specific context. The sub-committee began by analyzing datasets from a variety of sources
including the City of Kitchener Housing Needs Assessment, Statistics Canada, The Region of Waterloo,
Kitchener Housing Inc and ACORN Canada. The sub-committee decided to further investigate how ACORN
Canada suggested the Council of the City of Toronto define affordability. This definition is notably not tied to
Average Market Rent (AMR) as these rates rise much faster than rents, but instead is tied to Area Median
Income (AMI), and has set rates for people earn the minimum wage and who are on Government assistance.
As the minimum wage is provincially set, some of the data from ACORN’s document Affordable for Who? Is
applicable in Kitchener and has set $700 a month as what is deemed affordable.
City staff have been asked by the sub-committee to further connect with ACORN to discuss methodology and
how to adapt this to a Kitchener-specific definition. The sub-committee will review work done by City staff at
the next meeting, and discuss the next steps required for finalizing the ‘Affordable Definition’.
Engagement Sub-Committee
The AHS Engagement sub-committee is tasked with helping City staff build and implement the
engagement plan for the Housing Strategy. The sub-committee began by expressing the need for the
City to explore new ways of engaging with the public, in particular how to move away from point in time
engagement to meaningful long-term engaging, empowering and collaborating with people with lived
experience. The Social Development Centre and lived experience groups (Disabilities and Human Rights,
ALIVe, People’s Action Group, Alliance Against Poverty) have revised the Terms of Reference to reflect
the direction the sub-committee would like to head.
The revised Terms of Reference include review of guiding assumptions about engagement in the process
of creation and implementation of the strategy, representative group
composition, expanded term, compensation and responsibilities, measuring impact. The sub-committee
has asked that the revised terms of reference be reviewed for adoption. The sub-committee noted that
this new group needs to be involved during the engagement of the draft strategy and after the creation
of the Housing Strategy in order to be part of implementation.
Research and Best Practice sub-committee
The AHS Research and Best Practices sub-committee is tasked with reviewing and gathering relevant
research, news articles, and any other resources focused on affordable housing in order to support the
Housing Strategy. Research is forwarded to the sub-committee and discussed. Next steps for this sub-
committee may include turning their focus to research that is relevant to the Draft Strategy document.
Lodging House sub-committee
Due to the COVID-19 and the City’s pandemic response, many of the necessary City staff could not begin
work on this sub-committee. In discussion with Licensing, Planning, By-law Enforcement, and Kitchener Fire
work on this sub-committee is set to begin in Fall 2020.
Draft Housing Strategy 39
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Glossary (Work in Progress)
The purpose of the Glossary is to provide definitions to some of the terms used in the strategy,
as recommended by members of the advisory committee.The intention is this list expands and
becomes finalized through community engagement and further conversations with the
Advisory Committee.
Affordable Housing (general definition):generally refers to housing people withlow-to-
moderate-incomes priced at or below the average market rent or selling price for comparable
housing in a specific geographic area.CMHC (2018) defines affordable housing as that which
costs less than 30% of a household’s before-tax income.
Ontario’s Provincial Policy Statement (2020) defines affordable housing in two ways:
a) in the case of ownership housing, the least expensive of:
1. housing for which the purchase price results in annual accommodation costs which do not exceed 30
percent of gross annual household income for low and moderate income households; or
2. housing for which the purchase price is at least 10 percent below the average purchase price of a
resale unit in the regional market area;
b) in the case of rental housing, the least expensive of:
1. a unit for which the rent does not exceed 30 percent of gross annual household income for low and
moderate income households; or
2. a unit for which the rent is at or below the average market rent of a unit in the regional market area.
In reality, it’s a broad term that can include housing provided by the private, public and non-
profit sectors. It also includes all forms of housing tenure: rental, ownership and co-operative
ownership, as well as temporary and permanent housing.
Affordable (Kitchener Specific): Definition is currently being addressed by the AHS Defining
Affordability Sub-Committee.
Community Housing:
Core Housing Need:
Housing Continuum:
Housing System: The set of public and private investments, regulations, and legal and policy
frameworks that shape safety, stability, and affordability in housing and diversity, engagement,
and cohesion in neighborhoods, towns, cities, and regions.
Inclusionary Housing: Housing within a market development required by Official Plan policy
and zoning bylaws to be affordable. Must be financially feasible for developer. Introduced into
Draft Housing Strategy 40
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the Planning Act in 2019, and revised in September 2019 to be applicable near existing and
proposed ION stations.
Lived Experience:
Market Housing:
Rooming House:
Social Housing: is government-assisted housing that provides lower cost rental units to
households with low-to-moderate incomes and can include:
public housing (owned directly or indirectly by service managers)
not-for-profit and co-operative housing
rent supplement programs (often in the private market)
rural and native housing (owned by Ontario Aboriginal Housing Services)(Ontario,
2018)
Supportive Housing: is a type of social housing for people who need help to live independently.
Currently, supportive housing consists of projects occupied by tenants who have services
provided by a support service agency. Supportive housing is generally administered and funded
by the Ministry of Health and Long Term Care and the Ministry of Children, Community and
Social Services. Some service managers may administer some supportive housing that is
focused on the needs of people who have been homeless, or who are at high risk of
homelessness, while others address needs of people with developmental, cognitive and or
physical challenges (Ontario, 2018)
Transitional Housing: can be broadly defined as the provision of affordable, temporary housing
paired with a mix of appropriate supportive services. The goal of these services is to facilitate
an individual’s movement to permanent, stable housing and independent living. Transitional
housing is intended for people who need some degree of structure, support, supervision and
skill building in order to successfully transition to permanent housing. As participants’ lives
become more stable, providers often help them find permanent housing. (Ontario, 2016)
Draft Housing Strategy 41
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References
Canadian Mortgage and Housing Corporation. (2018). About Affordable Housing In Canada. Retrieved
from https://www.cmhc-schl.gc.ca/en/developing-and-renovating/develop-new-affordable-
housing/programs-and-information/about-affordable-housing-in-canada
Chen, C. (2020). August 2020 Canadian Rent Report. Pad Mapper. Retrieved from
https://blog.padmapper.com/2020/08/13/august-2020-canadian-rent-report/
Government of Nova Scotia. (2013). A Housing Strategy for Nova Scotia. Retrieved from
https://novascotia.ca/coms/hs/Housing_Strategy.pdf
Government of Ontario. (2016). Legislative Framework for Transitional Housing. Retrieved from
http://www.mah.gov.on.ca/AssetFactory.aspx?did=15806
Government of Ontario (2020). Provincial Policy Statement. Retrieved from
https://files.ontario.ca/mmah-provincial-policy-statement-2020-accessible-final-en-2020-02-14.pdf
Government of Ontario. (2018). The Ontario Municipal Councillors Guide 2018. Retrieved from
https://www.ontario.ca/document/ontario-municipal-councillors-guide-2018/13-affordable-and-social-
housing#section-3
Galvez, M. et al. (2019) Housing as a Safety Net. Urban Institute. Retrieved from
https://www.urban.org/research/publication/housing-safety-net/view/full_report
Hale, K. (2019). We got the Right to Housing. Now What?. Advocacy Centre for Tenants Ontario.
Retrieved from https://www.acto.ca/r2hnowwhat/
Ontario Human Rights Commission. (2008). Right at home: Report on the consultation on human rights
and rental housing in Ontario. Retrieved from http://www.ohrc.on.ca/en/right-home-report-
consultation-human-rights-and-rental-housing-ontario
Statistics Canada (2016). 2016 Census Highlights: Factsheet 11. Retrieved from
https://www.fin.gov.on.ca/en/economy/demographics/census/cenhi16-11.html
Draft Housing Strategy 42
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APPENDIX ‘B’
Key Actions
Key Actions
Strategy 1: Meeting Needs
1.1 Establish the following housing targets:
450 units of transitional and supportive housing for people who are homeless or at risk of
homelessness are needed. This includes approximately 170 housing units for men, 70 housing units for
women, 60 housing units for youth, 50 housing units for people with acute concurrent mental health and
addiction challenges and 100 units for people with cognitive challenges.
5,000 units of community housing for people with low and modest incomes on the Housing Waiting List
wanting to live in Kitchener are needed. Note: Increase from 3,000 households reported in Dec 2019
9,300 new affordable rental housing units at monthly rents under $1,300 for people with household
incomes under $63,000 are needed. Nearly 4,000 of these needed units are for people paying more than
50% of their income on rent.
Strategy 2: What the City Can Do
2.1 Reports to Council on the feasibility and implications of the following potential policies:
Inclusionary Housing Policy and implementing Zoning Bylaw (September 2020)
Lodging House Policy (December 2020)
Parking Waiver Policy and implementing Zoning Bylaw for affordable housing developments (December
2020)
Parkland Dedication Waiver Policy for affordable housing developments (2021)
Tenant Relocation Assistance Policy to mitigate the impacts resulting from redevelopment of purpose-
built rental apartments on current tenants, including consideration of developers providing advanced
notice and assistance to residents including plans for relocating existing residents (Propose doing this in
collaboration with Cities of Cambridge and Waterloo in 2021)
Request Region to include consideration of funding for growth related (future) affordable housing
developments in creation of development charge and community benefit policies (2021)
Community Improvement Plan for affordable housing (2021)
Request Region explores policy around HomeShare model
2.2 Development Approval Process
Continue improving the development approval process through the Development Services Review with
input from the development industry and the community
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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2.3 Incentives, Fees and Waivers
Continue the Fee Waiver Policy for non-profit organizations and report back on feasibility of expand its
application to affordable housing units provided in private sector development applications.
Implement a 20-year, interest-free deferral of development charges for eligible affordable housing
projects
Request the Region and School Boards to jointly review with the City a reduction of Development
Charges for affordable housing developments
Report to Council on the feasibility of establishing an Affordable Housing Reserve Fund to provide
ongoing funding to support Housing Initiatives
2.4 City Lands
Develop a strategy for the use of specific surplus city lands for affordable housing, including:
Identifying City and Regional site(s) for development of permanent supportive housing for people to
move to from Lot 42 A Better Tent City, tenting encampments, shelters and homelessness (immediate);
A “priority” Pilot Project (involving supportive and community rental housing) in proximity to transit /major
transit center (2020)
Identifying city lands suitable for others to develop for affordable housing and seek to incorporate units
that house people leaving homelessness, supportive housing, community housing, below market rental
and below market ownership (2021)
Assessing feasibility of including affordable housing in the development of new or redeveloped City
facilities, e.g. community centers, fire stations (2022)
Kitchener playing a leadership role in advancing innovative mixed housing communities utilizing strategic
parcels of city land, as a model for other Canadian communities to replicate (2022)
Strategy 3: Working Together
3.1 Request the Region of Waterloo develop, in collaboration with local municipalities, non-profit housing,
support, and philanthropic organizations and the private sector, a capital and operating funding strategy to
end homelessness through a reimagined shelter, supportive and community housing plan. This strategy
should integrate affordable housing, economic development and transit strategies as they all corelate to
affordability and wellbeing outcomes.
3.2 Jointly advocate for Provincial and Federal funding for housing acquisition, renovation and development
of affordable housing and related supports along the housing continuum as part of community building,
sustainability and economic recovery, including funding and supports for:
House of Friendship seeking 2 sites and funding for the ShelterCare integrated health and transitional
housing concept (80 units) and for supportive housing project (60 units)
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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YWCA-KW seeking a site and funding for approximately 30 one-bedroom units of affordable supportive
housing for women leaving homelessness
The Working Centre to acquire and renovate a second site to house and support people who are
homeless and to add 40 units of housing to add to their affordable housing portfolio
Kitchener Housing Inc (KHI) seeking a site and work in partnership with a developer to create new
community housing and to purchase buildings to preserve affordable housing
One Roof’s proposal to develop approximately 58 units of supportive modular housing on their site for
youth who are homeless
Waterloo Region Habitat for Humanity seeking sites for affordable home ownership
Indwell seeking 2-3 more sites in Kitchener for approximately 120 to 180 supportive housing units
Menno Homes seeking funding to complete its project under development
Habilitation seeking funding for a supportive housing project
Reception House Waterloo Region seeking a site and funding for the development of a Refugee
Services Hub.
John Howard Society Waterloo-Wellington seeking funding and resources for a full-time staff member
to help develop a housing strategy/model
Church and Religious Institutions within the City have expressed interest in redeveloping their surplus
lands to accommodate affordable housing.
Private Sector Affordable Housing developers have expressed interest in developing more affordable
housing units.
3.3 Request the Region of Waterloo to revise its Housing and Homelessness Plan to incorporate local
municipal input and needs and develop future plans in collaboration with local municipalities, non-profit
housing, support and philanthropic organizations and the private sector.
3.4 Request (through AMO) the Government of Ontario to develop and adopt a provincial housing strategy
including measurable targets and provision of sufficient funds to accelerate progress on ending
homelessness and ensuring access of all Ontarians, including those of limited income, to housing of an
adequate standard without discrimination. It should also take into consideration the needs of Indigenous
people, people with disabilities including mental illness, women experiencing domestic violence, lone
parents, immigrants and newcomers and other people living in poverty or with low incomes.
3.5 Develop jointly a Region/City Charter to ensure more collaboration and opportunities to identify and
address housing challenges in Kitchener.
3.6 Continue working with the private sector and facilitate partnerships with non-profit partners to provide
more affordable housing
Strategy 4: Being Informed and Informing
4.1 Provide regular updates to the Council, the public and staff on housing needs assessments
4.2 Undertake additional work to assess housing needs for:
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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People who are homeless
Indigenous Peoples
Seniors
Immigrants
Students
Future population
LGBTQ+
Women
4.3 Track and monitor renovictions, where tenants are displaced from their homes to allow major renovations
or redevelopment to proceed. Track and monitor housing held for investment in Kitchener.
4.4 Use the City’s Social Media Platform to engage and inform the public on addressing housing issues in the
city.
4.5 Establish a Lived-Experience advisory group to advise staff on addressing housing issues in the city and
to monitor strategy implementation and measure success.
Strategy 5: Implementation/Work Plan
5.1 Develop a prioritized annual work plan to implement the Housing Strategy including timing and
responsibilities, to be used to inform annual budgets
5.2 Recommend an annual operating amount to support housing initiatives (This needs to be quantified)
5.3 Provide staffing to support implementation of the Affordable Housing Strategy (This needs to be
quantified)
5.4 Provide regular public reports on success and challenges in implementing the Housing Strategy
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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Appendix C
List of Public Engagement
6 Advisory Committee Meetings
1. Advisory
o First Meeting: Introduction and Reviewing Workplan
Committee
o Second Meeting: Issues and Opportunities and Priorities on the
Meetings
Continuum
o Third Meeting: Building Engagement and Issues and Options
o Fourth Meeting (Virtual): Key Directions
o Fifth Meeting (Virtual): Finalizing Key Directions and Envisioning
the Draft Strategy
o Sixth Meeting (Virtual): Committee received the first Draft of the
Housing Strategy and provided comments
Sub-committee meetings
o Affordability Sub-committee
o Engagement Sub-committee
o Research and Best Practices Sub-Committee
Non-Profit Community
2. Stakeholder
o Kitchener Housing Inc.
Interviews
o REEP Green Solutions
o Traverse Independence
o KW Urban Native Wigwam
o Social Development Centre Waterloo Region
o KW Multicultural Centre
o YWKW
o Ray of Hope
o House of Friendship
o The Working Centre
o A Better Tent City
o John Howard Society of Waterloo-Wellington
o One Roof
Post Secondary
o Conestoga Students Inc.
o UW Supportive Housing Researchers
o UW Peace and Conflict -Map the System Affordable Housing
Government
o Region of Waterloo Housing Staff
o City of Kitchener Staff
Kitchener Fire
By-law Enforcement
Licensing
177 Unique survey responses
3. Engage
o A mix of media including: online, digital and paper
Kitchener
o Thanks to collaboration and leadership from our non-profit
Survey
community partners such as House of Friendship, YWKW, and
*** This information is available in accessible formats upon request. ***
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One Roof paper copies of the survey were delivered to people
with lived experience to ensure they were able to participate.
Council Strategic Session on Affordable Housing
4. Other
Leadership Waterloo
Opportunities
Waterloo Region Immigration Partnership Working Group
to be
ALIVE Meetings at the Social Development Centre
Connected
Urban Development Institute
Canadian Urban Institute’s series on housing (discussions with other
municipalities)
Kitchener Waterloo Community Foundation – Do Good Dialogue
This list of engagement will continue to grow as the Strategy progresses through the next
phases. The public and other community partners are encouraged to invite City Staff to
meetings and other engagement opportunities around housing.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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Appendix D
Council Strategy Session - Summary and Response
Member Top Issues and PrioritiesHow Staff Addressed Issues and Priorities
of
Council
Mayor
City staff has engaged with members of the non-
Homelessness, Transitional Housing,
Vrbanovic
Supportive Housing.profit community. The Housing Strategy contains a
list of actions to address their expressed needs.
Councillor
Homelessness is the largest issue, City staff has engaged with members of the non-
Davey
profit community, including House of Friendship,
although not within the mandate of the
City. The Working Centre, Ray of Hope and the YWKW
and more. The City is also working with the
Supply side of housing needs to be
Region. The Housing Strategy contains actions to
addressed, Inclusionary Zoning could
address homelessness.
address this.
City staff are currently working with the area
Reviewing the development process.
municipalities on inclusionary zoning. A separate
report will be presented in September 2020.
The Development Services Review is running in
parallel to the Housing Strategy, it aims to reduce
process times by 30%. There are also actions in
the Housing Strategy that address affordable
housing projects and the development process.
Councillor City staff are currently working with thearea
Ensuring controls are in place to ensure
Schnider municipalities on inclusionary zoning. A separate
units built through IZ remain affordable
report will be presented in September.
Location of affordable housing is
City staff have identified needs in the Needs
important, should not be just in one area
Assessment, and produced a map of all non-
of the City.
market housing.
Address the many needs along the
City staff in collaboration with the Advisory
continuum.
Committee has ensured there are actions the City
can take for each section of the housing
continuum.
Councillor
City staff has engaged with members of the non-
Homelessness is the biggest crisis –
Gazzola
profit community, including House of Friendship,
although isn’t within the City’s mandate.
The Working Centre, Ray of Hope and the YWKW
City’s biggest tool to address
and more. The City is also working with the
homelessness is advocacy.
Region. The Housing Strategy contains actions to
address homelessness
The creation of an advocacy plan is an action
within the Housing Strategy.
Councillor City staff has engaged with members of the non-
Homelessness is the top issue
Michaud profit community, including House of Friendship,
Collaborations with the Region to lobby
The Working Centre, Ray of Hope and the YWKW
higher levels of government.
and more. The Housing Strategy contains a list of
actions to address homelessness
City and Regional staff have committeed to work
together on a City-Region charter. Together they
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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